Chapter 2 & 3 MANA 3001 Notes

Values

• Abstract ideals that guide our thinking and behavior across all situations.

• Are motivational and represent broad goals over time

Schwartz’s Value Theory

a comprehensive framework mapping what people care about at a fundamental level

Self-Transcendence

Concern for the welfare and interests of others

Self-Enhancement

Pursuit of one’s own interests and relative success and dominance over others

Openness to change

Independence of thought, action, and feelings and readiness for change

Conservation

Order, self-restriction, preservation of the past, and resistance to change

Cognitive Dissonance

Represents the psychological discomfort a person experiences when
simultaneously holding two or more conflicting cognitions.

Key Workplace Attitudes

• Organizational Commitment

• Employee Engagement

• Perceived Organizational Support

• Job Satisfaction

Affective Component

Contains our feelings or emotions about a given object or situation

Cognitive Component

An attitude reflects our beliefs or ideas about an object or situation

Behavioral Component

Refers to the way we intend or expect to act toward someone or something

Organizational Commitment

Reflects the extent to which an individual identifies with an organization and commits to its goals.

Psychological Contracts

Represents an individuals perception about the reciprocal exchange between him or herself and another party.

Employee Engagement

The harnessing of organization members selves to their work roles; in engagement, people employ and express themselves physically, cognitively, and emotionally during role performance.

The four feelings:

Urgency

Focus

Intensity

Enthusiasm

Perceived Organizational Support

Reflects the extent to which employees believe their organization values their contributions and genuinely cares about their well-being

Withdrawal Cognitions

Capture this thought process by representing an individual’s overall thoughts and feelings about quitting.